Toyota Behavior Issues: Culture, Leadership, Ethics Essay And Solutions. (70 Characters)

Cultural behavior

Describe about the 'Toyota Behavior Issues'
 

This paper describes various aspects of the Toyota recall issue that is also known as Toyota behavior issues. It enables to determine the Toyato behavior issues, purpose and structure of it. The Toyota recall issue has prompted high criticism in national forums, automotive trade publications and media circles. Three separate recall issue by the Toyota occurred end of 2009 to start of the 2010. First, recall issue was to correct a possible incursion of an incorrect drivers side floor mat into the foot pedal. Second recall issue start after some crashes were presented by floor mat incursion. Last recall issues was a separate recall for hybrid anti-lock brake software. Toyota declared recalls of around 5.2 million vehicles for the floor mat problem and 2.3 million vehicles for the accelerator pedal issue. Toyota recall issue consider as behavior issues such as cultural behavior, leadership behavior and ethics behavior issues of the Toyota that is described below:

Cultural behavior: The dysfunction at Toyota is reason by the culture while few is a regular of the tight control in Japan. No Toyota administrator was authorized for the recall issue. Rapid growth of the corporate structure and engineering resource put stress on Toyota’s corporate culture discipline. Toyota is committed to cultural issue understanding. Toyota is dedicated to deliver better services to its customers. It is a famous culture issue raised when Toyota recall issues more than 4.3 million vehicles due to an unintentional acceleration and gas pedal perspective. (Kato, & Smalley, 2013).

Leadership behavior: Toyota chairman and CEO has properly managed the recall issue through leadership quality of it. NASA released its investigation on the Toyota that most of incidents occur due to driver error or pedal misapplication. So, through the leadership approach of the Toyota management team, its recall issue could be solved in the market. Through the leadership quality of the Toyota management team, it can solve recall issues in the market. Recall of the Toyota, protect the car safety when it drives in the market. (Shenkar, Luo, & Chi, 2014).

Ethics behavior: Due to the quality defect in Toyota’s, its start to accuse of Toyota’s loss of ethics as a big business during the recall. Toyota didn’t respond to the criticism and lacking initiative on timely manner. It attributed floor mat and denied the defective design issue. Toyota couldn’t argue to hide the recall range that is also a direct challenge to its reputation. An ethical perspective recall issue is still not controlled. But, recalled a wide scope of vehicles, Toyota still face the US criminal litigation. It is regarded that Toyota paid the terrible price due to the ethical dilemma as compared to quality problems. (Kato, & Smalley, 2013).

Leadership behavior

Purpose: It is an important purpose to achieve the Toyotal recall issues while facilitating their business operation in the competitive market. It is an important to raise the Toyota credibility, validity and reliability. It provides correct direction to effective purpose towards accomplishing Toyota objective efficiently and effectively. These are the purpose that achieved by the study to accomplish the broader purpose of the Toyota recall issue that is described below:

Provide depth analysis of the behavior issue in Toyota: It is the significant purpose of the organization behavior issue such as culture, leadership and ethics. Toyota should learn from Japanese culture that how to handle the organization issue in the market. Fast growth of the corporate structure puts stress on the Toyota culture discipline. Toyota management properly managed the organization issue through leadership quality of it. Due to poor quality, it reduces the Toyota ethics during the recall. (Meier, 2015).

Evaluate the core issue of Toyota: The core recall issue occurred end of 2009 to start of  the 2010. Toyota declared recalls of around 5.2 million vehicles for the floor mat problem. (Jennings, 2011).

Analyze the Toyota model and theories: The purpose of the Toyota is to evaluate the Toyota theories such as lean theory and Toyota management system (TMS). Both theories are able to determine the Toyota behavior the structure business in the current competitive market. It is easy to evaluate the orgnization issue in the Toyota through lean and Toyota management system theory because it helps to provide overview about it. Toyota model designed with appropriate model of the organization that would be beneficial for the organization growth and development. Toyota model is used by another automobile sector organization due to its high success ratio in the market. (Meier, 2015).

Structure: This part will analyze the core organization issues, model & theories and solution that how to handle the core issue of the Toyota that is described below:

Core issue: These are three organization issue find in the Toyota that is described below:

First, the Toyota issue was to correct a possible incursion of an incorrect drivers side floor mat into the foot pedal. Here, floor mat is designed to protect for the vehicle wear, dirt and salt corrosion. (Jennings, 2011).

Second  Toyota behavior issue start after some crashes were presented by floor mat incursion. It is the significant recall issue in the Toyota that affected the growth and development of it. (Adler, 2013). 

Ethics behavior

Last behavior issues was a separate recall for hybrid anti-lock brake software (ABS). An anti-lock braking system is the safety system that allows the wheels to maintain the tractive contract with the road surface as per driver inputs while braking, protect the motor vehicle from locking up and avoiding uncontrolled skidding. ABS is the designed for the aircraft and used in a flywheel. (Jennings, 2011).

Organizational model and theories: This part analyzed the Toyota theories and model structure. Toyota business model and theories are an appropriate in the current competitive market for the organization growth and development. Two distinct theories described in the chapter that is described below:

Lean theory of Toyota production: Toyota production is the set of resource consuming transformation activities that must be optimized in term of output. Transformation process divided into sub-processes that are known as transformation process. It is a conceptualization of production distinct from the western. The law established between deteriorated and variability performance in term of WIP levels, variable process time, less than optimal capacity utilization and lead times. Knowledge of control, fundamental design, improvement principle a wide range of lean tools and methods can be argued for the theoretically instead of dogmatically. (Parnell, 2013). Indeed, lean production is a technique for the elimination of waste in the production system. Lean production is a management theory that created from the Toyota Production System. It is created by the Japanese industry. (Elbert, 2012).

Theories of the Toyota management system (TMS): It focused on the act of production. Nature of machine and human worker behavior doesn’t an effect such issue. The role of wider Toyota including HR reduced the condition to smooth production. It involves the HRM practices for ensuring staff motivation and worker flexibility found in previous lean literature. System design rule, repetitive action of production, learning opportunity and production operation are the essential requirement when established the theory of production in the Toyota management system. Indeed, Toyota is socio-technical system that created by the Toyota. It included management theory and practices. The purpose is to eliminate waste and overburden. It is based on two concepts such as just in time and jidoka. Just in time mean what is requirement and Jidoka means automation with a human touch. (Parnell, 2013). In the perspective of the establishment of the Toyota management theory is the suggested key points are described below:

• Staff motivation is a useful for the job standards that depends on the experience of skill variety and responsible autonomy. (Jennings, 2011).
• Use of disruptions requires careful management of improvement activities and avoid unnecessary productivity losses and Toyota burden of work. (Kirchhoff, 2010).
• Idle employees may be known as resources rather than issues. (Jennings, 2011).

Solution: These part presented the solution of the  Toyota behavior issues that is described below:

First, Toyota must learn from Japanese leaders to work to solve their culture issues because it provide clear way to grow in the market. Different people belongs to different culture background that affected the Toyota issues. People should hire well trained driver for the Toyota car that would reduce the incidents of car. Well trained drive will drive a car in a professional way with pure safety and dedication that would be beneficial for the traveler in the Toyota car. (Kirchhoff, 2010).

Second, Toyota should clear the issues with good leadership skills. A NASA report said that most of incidents occurs due to drivers mistake that would be solve through by leadership skills of the Toyota management. (Jennings, 2011).

Third, Toyota should maintain constant quality to improve the ethics issues. They adopted electronic control system to improve the quality of the automobile vehicle that would help to solve the Toyota issues. Toyota should provide guidelines about the anti-lock system durability that would reduce the mistake in it. (Kirchhoff, 2010).

Conclusion

From the above discussion, it can be concluded that clear Toyota behavior issues, purpose and structure as well as high ability to adopt new approach in Toyota helps to maintain its competitive position in the market. Toyota become fast growing company due to its unique purpose, solution for behavior issue and structure of it. 

References

Adler, G., (2013). Management Communication: Financial Times Briefing ePub eBook. UK: Pearson UK.

Bapuji, H., (2016). Not Just China: The Rise of Recalls in the Age of Global Business. USA: Springer.

Elbert, M., (2012). Lean Production for the Small Company. USA: CRC Press.

Jennings, M., M., (2011). Business Ethics: Case Studies and Selected Readings. USA: Cengage Learning.

Kato, I., & Smalley, A., (2013). Toyota Kaizen Methods: Six Steps to Improvement. USA: CRC Press.

Kirchhoff, S., M., (2010). Unintended Acceleration in Passenger Vehicles. USA: DIANE Publishing.

May, S., (2012). Case Studies in Organizational Communication: Ethical Perspectives and Practices: Ethical Perspectives and Practices. USA: Sage Publication.

Meier, D., (2015). The Toyota Way Fieldbook. USA: Tata McGraw Inc.

May, M., (2008). The Elegant Solution: Toyota's Formula for Mastering Innovation. USA: Simon and Schuster.

Parnell, J., A., (2013). Strategic Management: Theory and Practice. USA: SAGE Publications.

Schermerhorn, J., R., (2010). Management. USA: John Wiley & Sons.

Shenkar, O., Luo, Y., & Chi, T., (2014). International Business. USA: Routledge.